Australia’s changing startup landscape

The 2016 Startup Muster report tells us a lot about the state of Australian business.

Last week, the annual Startup Muster report on the Australian startup sector was released, giving investors, founders and policy makers a valuable snapshot of a vibrant sector of the economy.

The 2016 report had 2711 responses to the online survey which the researchers whittled down to 685 startup founders, 239 potential founders and 474 startup supporters.

Compared to the previous years, the replies are an increase from the 602 in the 2015 survey and 385 the year before. It shows how the Australian scene is growing and evolving.

Still a boys club

A key finding from the 2016 Startup Muster report is the changing gender composition of a group that, quite rightly, has been criticised for being too much of a ‘boys club’. This year’s survey found 24.6% of founder respondents were female, up from 17.4 and 16.1 in the previous two years.

One area where Australia’s startup community does boast diversity is in its industry composition with 17% of the country’s startups in 2016 being focused on the most popular category of Fintech. Notably that sector came in at seventh in 2015.

2015 2016
Marketing Fintech
Content/Media Retail
Retail Content/Media
Big Data Internet of Things
Health Education
Education Marketing
Fintech Social media

Also notable in that list was the disconnect between startups and investors. While 17% of Australian startup founders were focused on Fintech, 42% of investors were. The area most of interest to investors was medical technology (47%) with the Internet of Things second (43%).

Over the next few years it will be interesting to see how investment fashions change, in the UK the bottom seems to have fallen out of the fintech boom while global investments seem to have increased. It’s likely Australia will follow a similar pattern to the wider global trends.

Sydney’s decline

Another interesting shift is the balance between cities and states with New South Wales and Sydney remaining dominant but its position slowly falling,

2015 2016
outside capital cities n/a 23.1
NSW 44 40.9
Vic 17 18.8
Qld 16.5 19.3
WA 8.9 7.3
SA 2.9 6.3
Tas 0.6 2.3
ACT 6.4 6.2

The fall in Western Australia is probably due to the state’s economic collapse in the face of the dying mining boom – many of WA’s skilled and affluent workers are moving out rather than struggling with a declining economy.

Efforts by the Victorian and Queensland governments to promote their startup sectors seem to have had some success although the real winner is South Australia, something underscored by US incubator TechStars’ recent launch in Adelaide.

The big question though is how attractive Australia is as a location for startups and investment capital.

Funding woes

In the 2016 Compass Global Startup Ecosystem Ranking report, Sydney fell four points from the 2012 survey to 16th while Melbourne fell out of the top twenty city rankings.

Due to its position as the second lowest on the Growth Index within the top 20, and its comparably weak statistics around Performance, Funding, and Market, Sydney now ranks #16 (down from #12 in 2012).

Compass’ findings show a critical problem for the Australian sector, regardless of its location, industry or founders’ gender – the lack of later stage investment funds.

That lack of funding means Australian startup founders are particularly sensitive to money issues with Startup Muster finding the most common hindrance to people launching startups is life circumstances requiring a stable income. In a high cost society, the need for a regular salary isn’t surprising.

Startup Muster’s 2016 report is a very useful snapshot of the state of Australia’s tech startup community. It serves as a good guide to what business founders, investors and policy makers should be considering.

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Are startups like 19th Century railway companies

Today’s tech boom could be similar to the 19th Century railway boom

Are today’s tech unicorns like the 19th Century railway companies? Massive consumers of capital and ultimately transformative technologies but never in themselves particularly profitable?

In the 1840s Britain was gripped by a railway investment mania which saw 10,000km of railroads built in 1846 alone, the current network extends 18,000km.

Eventually the bubble popped after the Bank of England raised interest rates, something that should focus the minds of many of today’s investors.

The UK railway boom left a legacy of valuable infrastructure across Britain, Europe and the Americas, perhaps we’ll see a similar legacy from today’s boom.

 

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When should a founder step down from their business?

Letting go of your business can be a wrenching task for a business founder as Viocorp’s founder Ian Gardiner describes.

Earlier this month, Sydney video streaming company Viocorp changed leadership with founder Ian Gardiner stepping down as CEO.

For Gardiner, the decision was tough and in a blog post he described how the company was founded and grew and why it was time to step away. That decision though was not without some pain.

I have nurtured and loved this little startup as it has grown up like one of my children.

And like my children it can occasionally be frustrating, difficult and highly erratic and unpredictable. But most of the time it is fantastic and hugely rewarding. And I love it with a passion that is hard to describe.”

However children one day grow up and leave home. Viocorp is not a start-up any more. It is a serious business with massive potential. And I feel that my skills as a product innovator and fire-starter are not the ones that Viocorp needs for this next stage of our journey.

I spoke to Ian Gardiner in a noisy Sydney Cafe in February for the Decoding The New Economy YouTube channel shortly after he’d made the decision to step down as CEO where he elaborated on the reasons for the change.

“I ended up getting further and further away from the stuff I’m actually good at,” he said. “You end up as the founder and entrepreneur in a place that is not good for anyone.”

“As a result of that the business doesn’t go in the direction you want.”

The right manager for the job

Gardiner’s decision illustrates an important truth about business; different management skills are needed at different stages of development.

A good example of this was with the corporate slashers of the 1980s – CEOs like GE’s Jack Welsh and ‘Chainsaw Jack’ Dunlap here in Australia were the right men to shake moribund organisations. A decade later both were out of favour as the needs of the business world and their companies had moved on.

Similarly the skills that are needed to found and grow a startup are very different to those required to steer a more mature business. This is why Facebook’s experiment with retaining founder Mark Zuckerberg as CEO of a hundred billion dollar company is so fascinating.

With Viocorp, Ian Gardiner and his investors have made a very mature decision about where they see the future of the business, as the now retired CEO told me earlier this week: “The punchline is that I’m happy about it, and very excited about the future of Viocorp.

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